CCAS Annual Report 2021

CENTRAL COAST ACADEMY OF SPORT

2021 ANNUAL REPORT

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2021 ANNUAL REPORT

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OUR 2021 NUMBERS

CHAIRMAN'S REPORT

12 MAJOR AWARD WINNERS

13 2021 HONOUR ROLE

08 DIRECTOR'S REPORT

14 VALUES, VISION, MISSION

10 FUTURE DEVELOPMENT REPORT

AFL SQUAD

16 FUTURE PLAN STRATEGY

CCAS LIFE MEMBERS

18 CORPORATE PARTNERS

20 2021 SPORTS REPORTS

48 OUR FINANCES AT A GLANCE

NGALAN AH-SEE

CCAS ATHLETE AWARD WINNERS

50 FINANCIAL REPORT

CCAS HOCKEY

CCAS SWIMMING SQUAD

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OUR 2021 NUMBERS

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242 PARTICIPANTS

12 DIFFERENT SPORTS 13 TALENT PROGRAMS

115+ YEARS OF COLLECTIVE STAFF/ BOARD EXPERIENCE

106 COACHES AND VOLUNTEERS

4,175 ATHLETE'S SINCE INCEPTION

CONTRIBUTES 3.04M TO THE ECONOMY

OVER 39 AUSTRALIAN REPRESENTATIVES SINCE INCEPTION

OVER 11,448 VOLUNTEER HOURS

469,000 VOLUNTEER VALUE IN 2021

VALUE OF 15 JOBS TO THE REGION

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CHAIRMAN’S REPORT the Central Coast still being in a lockdown so an online announcement was made for all the 2020/21 program and 2021 program athlete award winners. All award winners were then invited to a face to face celebration at Mingara Recreation Club.

After months of planning and not knowing if this event could go ahead, in a COVID safe environment the CCAS program award winners were again recognised and the CCAS Major Award Winners were announced. My congratulations to every athlete who won awards and received graduation certificates.

2021 like 2020 will be remembered as a year like no other. The timeframe that the CCAS team were able to start delivery of the state-wide education program was crucial to the success of the 2021 sports programs.

Our lockdown and return to play strategies were outstanding and showed what is possible to achieve when necessity drives innovation.

As the Founding Chair of the Central Coast Academy of Sport, it is pleasing to again report on another very successful year for the organisation both on and off the sporting field.

2021 was another huge year with many athlete and coach success stories again affected with disruptions to many of the CCAS programs due to the global pandemic. The Central Coast Academy of Sport’s mission is to provide training and education to talented athletes in a localised environment. In what was a challenging year the organisation has again successfully fulfilled this goal through both face to face and online sessions allowing many of the families living in the area to seek opportunities for their children on the Central Coast and not have to travel to Sydney or Newcastle.

I offer my and the Boards congratulations to the major award winners presented at the annual awards evening: Athlete of the Year: Riley Millers (Golf) Chairman’s Award Winner: Brandy Simpson (Touch Football) The Ray Sandell Dedication to Sporting Excellence Award: Matt Dawson, Nicola McDermott, Dylan Littlehales.

RASi Coaches Award: Peter Cliff ( CCAS Golf Head Coach) Life Members: Donna Judge and Peter Cliff The 2021 awards celebrations was to follow a different format. The goal was to ensure all athletes could participate in a fun games event while still being able to recognise the outstanding achievements of the overall award winners. Unfortunately the Athlete Celebration was not able to be held face to face due to

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CCAS AWARDS EVENING

OLIVIA MILES

We are very fortunate to have a committed and dynamic team of staff and volunteers, the staff take strategic ideas and initiatives and turn them into future success stories for our organisation. Your support and efforts is sincerely appreciated by the Board. A sincere thank you to Ian Robilliard OAM, Emily Burgess-Moore, Robyn Low-Hart and Tye McGann for your support over the past year.

I would personally like to thank my fellow Board members, Ian Robilliard OAM, Carolyn Kay, Steve McWhirter, Lawrie McKinna, Sarah Ferman and Meg Granger for their wise council, good humour and genuine concern for the athletes of the Central Coast of New South Wales. To Ian your ongoing management and strategic direction of the Academy is appreciated, respected and highly valued.

What lies ahead? In 2022 I’m confident of further growth for the Central Coast Academy of Sport in sporting programs such as volleyball both indoor and beach, rugby union, growth in our online education program and a review of our corporate investment packages in a tight commercial market will be essential to continue to build the financial strength of the organisation. As we transition out of CV-19 our corporate partnership program takes on an even more significant relevance than any year previously, I remain confident a number of key investment strategies will be finalised to strengthen our financial sustainability. I hope the Regional Academies of Sport Business Case now with the Treasury at the NSW Government will be fully supported, if it is the future benefits that will flow to the many pre-elite athletets across NSW will be un-matched in regional sport.

We will always remain true to our brand. We will continue to focus on not only creating better athletes and sportspeople, but also overall better young people and citizens within our community. We are well aware that our successes to date and our planned successes

CCAS COACHES

BISHOP COLLINS COACHES DINNER

for the future are only possible through the highly valued support and contribution of our corporate partners, many have been linked to the organisation since day one and we will continue to work with likeminded businesses for the benefit of all involved.

I again extend my sincere gratitude and thanks for your support throughout 2021 and I look forward to your continued involvement with the Central Coast Academy of Sport for many years to come.

Mark Holton Chairman UA A INDIGENOUS ATHLETES

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MANAGING DIRECTOR’S REPORT

To our many platinum partners, sport partners and suppliers including, NSW Government, Mingara Recreation Club, the University of Newcastle, Central Coast Council, Underwriting Agencies Australia, Coast Sport, Southern Cross Austereo, NBN Television, Oddball Marketing, ClubsNSW, Greater Bank, Central Coast Granite, Gosford RSL, ClubsNSW, Mingara One, Viatek, NSW Institute of Sport, Bishop Collins, Poche Indigenous Health, Crowne Plaza Terrigal Pacific, Manly Warringah Sea Eagles, Central Coast Triathlon, Triathlon NSW, Basketball NSW, Netball NSW, Jack Newton Junior Golf, Shelly Beach Golf Club, Magenta Shores Golf and Country Club, Donnica Clarke Foundation, Central Coast Adventist School, Central Coast Grammar School, Scribal, all have made and continue to make an incredible difference to the offerings the CCAS can provide.

We all thought 2021 would be a lot easier than the COVID impacted 2020 when the pandemic reared it’s head in Australia, how wrong was that assumption! 2021 was another extremely difficult and challenging year for business and the business of sport was certainly again not exempt. The three-month shut down late June to early October was another major challenge for the organization and although we were able to move quickly into our return to play recovery mode the results and nervousness in business are still being felt.

In April 2021 the Your Local Club Academy Games were delivered and the results were outstanding with over 1300 athletes and a total cohort of 1,590 provided an important event for the Regional Academies of Sport (RAS). The CCAS was represented by 173 athletes, 31 officials and 3 staff, the second highest participation numbers across the state. But more important than the actual athlete numbers was the chance for athletes to again experience the thrill of the Your Local Club Academy Games and the chance to represent our region.

The total economic return from the event is well in excess of $1.78M with total bed stays estimated at 5,802. This event has continued to grow despite the difficulty created

by CV-19 and the adjustments that were made to meet the public health orders. Congratulations to the Hunter Academy of Sport on successfully hosting the games since 2018, the event now moves to Wagga Wagga and we wish the Southern Sports Academy every success in hosting the games for the next three year cycle.

In 2021 RASi had again re-written a Business Case (2022 – 25) for submission to Treasury to secure a multiyear agreement with the NSW Government. The success of the Business Case saw grant funding confirmed for a four-year period and again late 2021 the RAS collective had presented an evidence-based funding case to ensure funding doesn’t ‘go backwards’ post 2022.

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CCAS TEAM

The CCAS continues to enjoy a very strong corporate partnership program and like 2020, not one corporate partner left or cancelled their support during a difficult year for business. I cannot thank our corporate partners enough for their unwavering support during extremely difficult and uncertain times for business.

TOUCH FOOTBALL TRAINING DAY

Financially 2021 was another successful year, the surplus before income tax amounted to $40,795 and like the year prior this was basically due to the Federal and State Government support both via stimulus (Job Keeper) and grants (State Government) made available during the pandemic.

In total the CCAS received $32,233 in stimulus and grant support and this allowed the CCAS to maintain staffing levels and keep people employed during the pandemic.

The total equity of the company at the end of the financial year is a very pleasing $478,060.

ASPIRE TRAINING DAY

The financial infographic in the annual report is pleasing, the highlights include: Total Revenue $863,405, Total Expenses $822,610, Total Surplus $40,795, Total Equity of the Company $478,060 , Equity Growth 9.33%, Cash at the End of the Financial Year $581,640.

Two Life Members were inducted to the organisation at the annual awards evening in November 2021, congratulations to Donna Judge and Peter Cliff, both have played an important and valued role in the standing of the organization. Donna in Netball and Peter in Golf, both have made important contributions over many years of service.

The CCAS continues to be well served by a highly effective and well qualified Board of Directors. My personal thanks to each of them for their ongoing support and interest in the organization. To Chair Mark Holton (Chair, Audit and Governance), Lawrie McKinna (Commercial Acquisition), Carolyn Kay (Commercial Acquisition), Meg Granger (Financial Operations), Sarah Ferman (Events), and Steve McWhirter (IT and Systems) my thanks for all you do for the organization both directly and indirectly.

CCAS NETBALL

MINGARA GYM SESSION

In closing, thanks to the staff in Emily Burgess-Moore and Robyn Low-Hart. During the October close down it was difficult news to hear that Robyn was leaving and heading to Triathlon NSW, while Triathlon is a dream job for her it is always difficult in finding a suitable replacement to take the role forward. In welcoming Tye McGann into the Program and Strength and Conditioning role we are well served by Robyn’s replacement. I wish Tye every success in his new role and in partnership with Emily I have no doubt both will serve the organization with distinction.

Ian Robilliard OAM Managing Director

TCA SESSION

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FUTURE PLANS REPORT

1. Administration

The administration centre at the Athletics Track at Mingara Recreation Club continues to provide an efficient and effective office space for the CCAS Staff.

Mingara’s support makes a huge difference to the functioning of the organization. During 2021 further advances were made to the CCAS / HAS Shared Services strategy and this strategy has again delivered some pleasing results. Results that are helping to provide a robust business model, a model built on an income to expense ratio that continues to improve.

2. Finance and Assets

As the shared services model continues to evolve it is anticipated that further expense line savings will be enjoyed by the CCAS. As with any not-for-profit entity the ability to diversify income, this coupled with strong expense line management will often see success in the sector if you base that success on financial performance only. Currently the CCAS enjoys a total equity position close to $500,000, while this is important it must be tempered with the knowledge that the organization continues to strive for more programs, more events, more athletes, more marketing and promotion and each of these key outputs requires a monetary investment to make this happen

3. Sport Management

The CCAS will continue to deliver our core sports to ensure a minimum number of sports programs will remain around twelve. In addition to the core sports the CCAS working in conjunction with the Hunter Academy will operate ‘hybrid programs’ where a mix of scheduling will occur on the Central Coast and in the Hunter. By providing a hybrid sports program 10

mix we anticipate this will provide an additional forty scholarship position to athletes that otherwise might not be possible. The shared services model being in operation allows the opportunity to operate in this way, it is a win win situation for athletes from the neighboring regions.

4. Commercial Operations

The continued success of the CCAS is evidenced by the ongoing commercial support the organization received from our long standing corporate partners. Of the total revenue the CCAS generates approximately 30% comes from the NSW Government, the other 70% comes from a highly successful and engaged corporate partnership program. This support underpins the athlete fees, athlete fees are greatly reduced or subsidized due to the support the CCAS receives in the commercial field of operation. There are a number of key partners when renewals are due in the ensuing years will have been aligned with the CCAS for twenty years.

That timeframe doesn’t happen or occur by chance, the CCAS has enjoyed a sustainable corporate partnership model due to the very close alignment of our community endeavours.

4. Regional Academies of Sport

The RAS network continues to build our relevance throughout NSW. In recent years the collaboration and willingness to work in a mutual capacity for the networks good standing has never been stronger.

In December 2021 I stood down as the organizations Chair, a position I had held for the previous four years, this was a planned succession move and I can attest that in my time as Chair I feel deeply proud of the

work of the RAS network. The collective efforts with grants, the rewrite of the business case (on numerous occasions), the RAS conferences are a highlight on our regional calendars and our work has never been more important. The RAS engagement with politicians from the NSW Government has been high on the radar and due to this work I look forward with great anticipation of the success of the business case and what this means for young aspiring athletes across regional NSW.

5. State Sporting Organisations

The revised RAS Business Case provides a change to the older structure of SSO support to the Regional Academies. RAS is seeking to achieve a ‘funding flip’ where the NSW Government funds the RAS network who then in turn will fund pre-elite programs in partnership with SSO’s. This is a major change to how business has been done, I’ve said for many years the experts in the pre-elite athlete development space are the Regional Academies of Sport and the new business case sets about ensuring this becomes true.

The knock on effect is an expected major uptake by SSO’s of agreements with the RAS to deliver programs throughout regional NSW, and the SSO doesn’t have to fund any of it, it will be funded by the RAS network, a true win win for regional sport and for RAS.

6. Executive Summary

Much has been achieved over recent years and the path ahead looks exceptionally bright. In some instances the plans and actions now being pursued by the CCAS and in a broader sense by the RAS network seemed like an impossible task only a few short years ago and these plans are very close to becoming a reality. What hasn’t changed and never will is the commitment of the CCAS

to work locally with young up and coming athletes from this region, this remains our core reason for being and this won’t change. What will change is a greater number of joint opportunities across the Central Coast and Hunter regions.

Another thing that I hope won’t change is the incredible advice and guidance provided by the Board of the CCAS, under the direction of Mark Holton this Board is another success story and even under a shared services model of operation I have no doubt the CCAS Board will play an important role in further future proofing the business.

While CV-19 lingers the CCAS has kept staff employed, delivered programs in the absence often of SSO support and involvement, delivered events that are of the highest standard and the business remains financially strong under extreme business circumstances.

The past two years have been like no other in terms of business management and the staff at the CCAS have addressed ever unique situation with a clear line of thought to continue to do all we can to support local athletes. This has been an outstanding result under extreme circumstances and I thanks the staff of Emily Burgess-Moore and Tye McGann for this commitment to the organisation. The CCAS is a success story that this region should celebrate, it has many working parts and each as important as the other, my sincere thanks to the many people who make this organization tick.

Ian Robilliard OAM Managing Director

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MAJOR AWARD WINNERS MARK HOLTON - CHAIRMAN'S SPEECH

ATHLETE OF THE YEAR RILEY MILLERS: GOLF

2021 HONOUR ROLE: CHAIRMANS AWARD BRANDY SIMPSON: TOUCH FOOTBALL

LIFE MEMBER 2021 DONNA JUDGE & PETER CLIFF

SPORT

AWARD

RECIPIENT

AFL

Encouragement Award

Clay Partelle

Encouragement Award

Lacy Myers

Encouragement Award

Kaiden McNamara

Encouragement Award

Grace Ramanauskas

Encouragement Award

Spencer Andrews-Bohringer

Encouragement Award

Taya White

Encouragement Award

Baxter Beams

Encouragement Award

Eliza Schram

Athlete of the Year

Sophie Prior

Encouragement Award

Zoe Naylor

Encouragement Award

Max Murray

Athlete of the Year

Riley Millers

Encouragement Award

Desiree Herden

Encouragement Award

Archie Morris

Athlete of the Year

Noah Needham

Encouragement Award

Ethan Shadbolt-Connors

Encouragement Award

Charlotte Tarleton

Encouragement Award

Makenzee Ryan

Encouragement Award

Charlotte Rousell

Encouragement Award

Eden Mungovan

Netball Umpires

Athlete of the Year

Amelia Carty

Swimming

Encouragement Award

Haylie Green

Encouragement Award

Jacob Falconer

Athlete of the Year

Morgan Charlton

Encouragement Award

Wade Barr

Encouragement Award

Brandy Simpson

Basketball

Golf

RASI COACHES AWARD

Hockey

PETER CLIFF Netball

RAY SANDELL DEDICATION TO SPORTING EXCELLENCE DYLAN LITTLEHALES (PICTURED) MATT DAWSON & NICOLA MCDERMOTT 12

Triathlon

Touch Football

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MISSION, VISION, VALUES

VALUES

MISSION

THE CENTRAL COAST ACADEMY OF SPORT PROVIDES PROFESSIONAL AND WELLSUPPORTED PROGRAMS FOR PRE-ELITE & ELITE ATHLETES FROM THE CENTRAL COAST REGION TO FURTHER THEIR POTENTIAL .

INNOVATION: LEADING THE WAY INTEGRITY: ACCOUNTABLE & PROFESSIONAL TRUST: OPEN & HONEST IN OUR DEALINGS ENTHUSIASM: PASSIONATE IN THE PURSUIT OF OUR OBJECTIVES

VISION TO BE THE INDUSTRY LEADER IN THE DEVELOPMENT OF PRE-ELITE ATHLETES FROM THE CENTRAL COAST.

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FUTURE PLAN STRATEGY

PEOPLE

GOVERNANCE

FINANCE

Talent development & talent ID opportunities.

Ensure a skill-based Board with rejuvenated Board members to the organisation.

Achieve funding security.

RASi position in a collaborative pathway.

Explore opportunities to deliver education to coaches, parents and administrators.

The Board must be engaged with the business with a complimentary skill set.

Develop succession plan and visit succession at every Board meeting.

UoN and ClubsNSW education opportunities into community.

Maintain effective staff numbers.

Parent engagement / communication.

CCAS model expansion.

More effective coach development.

More efficient volunteer recruitment and engagement.

Ensure diversity of funding to the organisation, including grants.

Stabilize IT systems & ensure capacity in IT is maintained and developed.

Redevelopment of CCAS Office (Centre of Excellence for Sport) Diversify funding streams consider event opportunities.

MARKETING & PROMOTION

ATHLETE DEVELOPMENT

Increase community recognition of CCAS.

Develop talented Central Coast athletes.

Brand development, eg billboards, promotional material, rate notices via CCC, bumper stickers.

Improve program quality and program content.

Increase the number of sporting programs without losing quality.

Engage external stakeholders.

Improve stakeholder communication.

Partner with SSO / local associations, engaged stakeholders.

Increase TVC + Radio Ad campaigns.

Concentrate on known sports.

Increase digital marketing footprint.

Explore program expansion in ‘growth’ sports.

Maintain no less than 12 sporting programs.

Tapping into Retiree skill set.

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CCAS 2021 SPONSORS

PLATINUM SUPPORT

COMMUNITY SUPPORT

SPORT SUPPPORT

SUPPLIERS & VENUES SUPPORT

Volleyball NSW

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2021 SPORTS REPORTS

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AFL

ATHLETICS

BASKETBALL

30 FUTURE STARS IAN ROBILLIARD OAM, STEVE MCWHIRTER, MARK HOLTON

32 GOLF

34 HOCKEY

36 INDIGENOUS TALENT ID

38 NETBALL

YOUR LOCAL CLUB ACADEMY GAMES

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NETBALL UMPIRES

SWIMMING

TRIATHLON

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TRIATHLON - ACADEMY GAMES

TOUCH FOOTBALL WARM-UP

46 TOUCH FOOTBALL

YOUR LOCAL CLUB ACADEMY GAMES

MICHAEL MURPHY UA A , OLIVIA MILES

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SPORTS REPORTS SPONSORS

"A FOCUS ON BUILDING FUNDAMENTAL SKILLS WAS A FOCUS FOR THE DURATION OF THE PROGRAM."

CCAS AFL PROGRAM 2021-2022

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he Central Coast Academy of sport AFL program took yet another huge step forward this year aligning with the Sydney Swans. This alignment did see a change in the age groups with a Development Squad, U14’s and U16’s squads for both male and female athletes.

The alignment with the Swans, led to a Regional Academy Tournament to be hosted at Tuggerah set for July, in which several Academies will come together and play a round robin style tournament that will act as a talent identification pathway for the Swans Academy.

Coming out of a COVID lockdown period was always going to be challenging with participation numbers and commitment to an extended program but fortunately there was sufficient numbers for most of our face-toface sessions and some great results for the online education and testing sessions.

A few highlights for the program included the combined Central Coast and Hunter Cup Day that saw the two academies come together for a day filled with skills, games, and fitness. In addition to the on-field sessions on the day the athletes also had nutrition education and hydration testing across the course of the day, exposing the athletes to what it’s like to perform at an elite level.

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We were fortunate enough to have some amazing local coaches with experience in previous talent pathways, local representative fixtures and current talented Club Coaches and Senior footballers to take on coaching roles for each squad ensuring the standard was consistently high. Without those coaches a lot of the sessions wouldn’t have been able to be run to such a high standard.

Overall, the program was successful with many athletes returning from previous years showing improvement in all areas and new athletes commenting on the value of the extra educational platforms available to them throughout the program.

CCAS 2021/22 AFL PROGRAM COACHES Head Program Coach – Mitch Ede Luke Le Page Scott Reed Kyle Robinson David Murphy Shannon McKiernan

SQUAD MEMBERS Dev. Sqaud Girls Scarlett Booth Madeline Coulton Lily Davidson Elisha Windley

Dev. Sqaud Boys Cooper Armstrong Harry Ashby Connor Binns Tyron Bird Aidan Burke Harry Cramer Patrick Crowdy Calan Durick Brayden Evans Talan Fleming Max Fletcher Lachlan Foster Lincoln Greentree Phoenix Jones Ethan Lear Isaac Lear Blake Leivesley

Zave Mckiernan Texas Milner William Montgomery Riley Nebauer Clay Partelle Riley Pass Tiaki Rees Jake Tracey Ethan West Finn White

U/14 Girls

Nia Donnelly Eva Johnston-McGregor Mahlia Pollington Imogen Gray Olivia Hemming Grace Ramanauskas Emmerson Squires Lilla Peterson Evie Gordine Chelsea VanSpronssen Kiara West Kiarra Hofbauer

U/14 Boys

Liam Pass Koby Ede Ruben Borg Noah Matthews Thomas Hooke Nate McLaren Brady Mackay Kaiden EvansAndrews Benjamin Stewart Declan Newport Samuel Austin Kaiden McNamara

U/16 Girls

Lacey Carruthers Annalise Sadler Ellie Weber Zoe Naylor Taya White Sophie Singleton Ellie Weber Zoe Naylor

Taya White Sophie Singleton Charlotte Kidd Alison Arthur Louise Arthur

U/16 Boys

Bailey Howison Zander Crowden Zane McLaren Darius Hull Cworey Hellams Richard Darrell Zachary Barnfield Spencer Andrews-Bohringer Thomas Lawton Jayden Morgan

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SPORTS REPORTS SPONSORS

"THE CCAS GRANITE BASKETBALL PROGRAM CONTINUES TO CREATE A HIGH STANDARD OF ATHLETE IN THE BASKETBALL OFF-SEASON, PREPARING THE YOUNG ATHLETES TO RETURN TO THEIR REPRESENTATIVE PROGRAMS, DISPLAYING THEIR DEVELOPMENT, GROWTH AND SKILLS ACQUIRED OVER THE COURSE OF THE SIX TO SEVEN MONTHS IN THE SQUAD.

CCAS BASKETBALL PROGRAM

SQUAD MEMBERS

2021-22

MEN'S

WOMEN'S

Felix Abela Luca Bennett Noah Carr Austin Crosdale Ike Diffin Josh Geurs Brentan Gunderson Cooper Hobbs Benjamin Hofer Jesse Hughan Max James Jesse Maier Cruz McMahon Oscar McMahon Charlie Mogg Oliver Power

Grace Abra Sienna Bird Amelie Boonsta Malia Carpenter Olive Dahl Priya Fawcett Alyssa Haremaker Annabelle Hedger Leila Heffernan Zali Knight Mackenzie Mikkelsen Olivia Smeulders Zoe Smith Mia Smyth CONTINUED...

Sophie Vartan

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he Central The Central Coast Academy of Sport Central Coast Granite Basketball program provided opportunities for thirty two (32) athletes.

The basketball program is continually growing, developing, and being refined, the program is very well supported, and the content is always evolving both practically and educationally off court with elements providing a very robust program encapsulating all performance facets for an elite pathway. The program targets youth (12-16 years of age), with the primary focus of the program continuing to be the holistic development of the key fundamentals required to advance in the sport.

I would like to thank the following coaches for their commitments to the program: Program Head Coach – Will Granger, Men’s and Women’s Coaches – Hammish Loader, Taylah Thomas Jacinta Govind, John Gunderson, and Nick Hassab. Thanks also to the few Development Coaches coaches who have started their coaching careers under the guidance of Will Granger, Gracie Reed, Holly Handley and Rubie Hassab, thanks also to Brent McMahon and Sarah Swaisland as the program managers.

With Will Granger’s coaching expertise continuing to grow, so does the basketball program. Will’s appointment as the assistant coach of the Sydney Uni Flames WNBL and Head Coach of Central Coast Crusaders NBL1 Men, shows the plethora of knowledge and skill leading and developing not only CCAS players

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but coaches too. The strategy currently in place ensures athletes are being delivered elite level coaching and expectations ensures the athletes are being introduced to the very things needed for them to advance to higher representative honours along the pathway which will hopefully in turn see some of the CCAS athletes selected into state teams (NSW Country or Tours Team).

The high frequency of training sessions allows the coaches to have a major influence on not only movement development, but important fundamentals and team skills too. The advantages the CCAS holds over other regional academies is because of the high frequency of trainings is the ability to implement structured play ideas and concepts as well as continual feedback on development. This was evident at the Your Local Club Academy Games, CCAS continues to be a standout performer at this event, which is a clear representation of the coaching quality, athlete development and consistency that this program can provide.

The Central Coast Granite basketball program continues to create a high standard of athlete in the basketball offseason, preparing the young athletes to return to their representative programs, displaying their development, growth and skills acquired over the course of the six to seven months in the squad.

What has become very evident over many years of this program is the need to ensure at ‘club land’ athletes in the junior ages are introduced to both the importance and then the need to be regularly training / practicing

the fundamental skills at a younger age. This is a high priority for BNSW across the state as without this point of emphasis the team strategies and structures won’t be built on the needed fundamental skills to perform the task expected in higher representative team’s and squads.

The program is the eighth year of alignment with Basketball NSW, the key outcomes sought through alignment can be summarised as follows:  I dentify talented athletes.  Enhance opportunities for selection into state teams / squads, entry into BNSW programs and higher order steps in the BNSW pathway.  Increase the level of success of those athletes at BNSW leagues and events.  Provide coach development opportunities for RASi coaches and other suitable support personnel in the region.

Wrapping things up, a huge shout out to Central Coast Granite for their ongoing support, this support facilitates CCAS delivering a high calibre elite basketball development program. Complimenting this support is the high quality and experienced Coast Sport, as well as the venue at Central Coast Adventist School being second to none and rounding out the corporate partnership is Basketball NSW, our thanks to BNSW for continuing to identify and support the Regional Academy network and the important work done throughout regional NSW for the development of preelite athletes in their sport.

COACHING STAFF Will Granger John Gunderson Hammish Loader Jacinta Govind Taylah Thomas Nick Hassab Ruby Hassab Holly Handley Gracie Reed Ian Robilliard Brent McMahon Sarah Swaisland

Program Head Coach Head Coach - Women Head Coach - Men Assistant Coach - Women Assistant Coach - Women Assistant Coach – Men Trainee Coach – Women Trainee Coach – Women Trainee Coach - Women Mentor Coach Men Manager Woman Manager

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SPORTS REPORTS

Volleyball NSW

IN ADDITION TO THE SCHEDULED BEACH SESSIONS AND CAMP THE ATHLETES ALSO WERE DELIVERED NUTRITION AND PSYCHOLOGY EDUCATIONS SESSIONS ONLINE TO HELP WITH THE COMPLETE DEVELOPMENT OF THE ATHLETES.

CCAS BEACH VOLLEYBALL PROGRAM 2021-22

T

he Central Coast Academy of Sport Inaugural Beach Volleyball program provided opportunities to four (4) athletes across 4 months to develop and grow their beach volleyball skills and prowess. The program ran from January through to April.

The Beach Volleyball program lead by Mark Bullott, a great beach volleyballer himself, displayed some wellstructured sessions working of basics skills through to complex game strategies and concepts to implement while on the sand. The Hunter and Central Coast Academies hosted a two-day camp structure Involving a vigorous beach session and mini tournament as well as some nutrition, and strength and conditioning education.

In addition to the scheduled beach sessions and camp the athletes also were delivered Nutrition and Psychology educations sessions online to help with the complete development of the athletes. A Functional Movement Screening was performed at Coast Sport in Erina, highlighting the strength and weaknesses of the athletes in the program. A strength program focusing on the outcomes of the screening was then delivered, enabling the athletes to address areas of concern and enhance performance.

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I would like to thank Mark Bullott for his commitment and dedication to the program, Mark has provided great leadership to the program with every session set out and delivered to the highest quality.

The program duration is an off-season program that provides a very good platform for the athletes as they finish the academy program to transition and trial for the Phoenix Beach program (State Selection).

SQUAD MEMBERS MEN'S

Brock Milutinovic Shae Quennelle Matthew Rowley Zac Wylde

COACHING STAFF Mark Bullott

Program Head Coach

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SPORTS REPORTS SPONSORS

CCAS GOLF PROGRAM 2021-2022

T

he CCAS Jack Newton Junior Golf Program was supported magnificently again by our course sponsors Shelly Beach Golf Club, Magenta Shores Golf Club and Kooindah Waters Golf Club, whose ongoing support the CCAS greatly appreciates.

The 2021/22 program included several Inter Academy Day with the Hunter Academy of Sport. The combined days were split between the Central Coast and the Hunter reigon, with each session having a different skill focus and progression all lead by Mark Ingrey. These session were designed to develop the athletes skills and strategic knowledge in preparation for academy games and further progression along the golf pathway.

The athletes also had further education sessions on tournament preparation, practice, fitness preperations, sports psychology and sports nutrition. The fitness preperations included the use of a new tool to the golf industry (gravityfit) working on small amounts of resistance and movement mechanics mastery.

Weekly sessions from November through to December, taking a break over the holiday season and returned in February and finished in April, most sessions were held at Shelly Beach Golf Club. Most sessions had a return to play focus due to COVID, getting everyon back out on the course and playing the sport was key for the season. The athletes were expected to go to as many tounaments as possible along with the combined days to get a lot of experience under their belts.

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SQUAD MEMBERS

Sessions were under the guidance and wealth of knowledge of Head Coach Peter Cliff. Guest appearances during our combined sessions meant the athletes were exposed to an abudnace of high quality coaches and different game analysis technologies.

The squad had their Golf Swing Analysed with video feedback and areas of correction for the athletes to work on.

MEN'S

Ngalan Ah-See Declan Connolly-Jackson Finlay Taylor Ashton Barrie Bryan McCann Michael Murray

The Golf Squad also had a Functional Movement Screening from Coast Sport, where the squad were put through a range of movement patterns, particularly relevant for golf and were assessed and graded. The results of the screening have revealed asymetreies that the athletes can work through their Strength programs and gravity fit practice.

WOMEN'S

Georgie Clune Kiara Connolly-Jackson

COACHING STAFF Peter Cliff - Head Coach Zach Churcher - Assistant Coach Mark Ingrey - JNJG Coach

The program concluded with Academy Games, in which was played at Junee Golf Club on day 1 and Wagga Wagga Counrty Club on day 2. A two-day tour where the athletes started in a shotgun style format which definitely put the squads to the test.

Many thanks to those who shared their time and expertise with the Squad this year with a big thank you to Peter Cliff from Shelly Beach Golf Club, Mark Ingrey and Heath Canning from JNJG. For the CCAS athletes to be able to work so closely with these talented coaches only enhances their skill set and the overall Academy experience for all athletes.

"GOLF HAS AN EXTREMLY IMPORTANT PLACE IN THE CCAS. 2022 WITH BE A DEFINING YEAR."

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SPORTS REPORTS SPONSORS

"THE FOCUS OF TRAINING SESSIONS WAS ON SKILL DEVELOPMENT, WITH THE PROGRAM COMPONENTS BROKEN UP INTO TARGETS APPROPRIATE FOR THE DEMANDS OF THE SPORT AS GUIDED BY HOCKEY NSW."

CCAS HOCKEY PROGRAM 2021-2022

T

he 2021/22 CCAS UAA Hockey Program has had a successful year with many high standard young athletes contributing to a continually developing high quality training environment throughout the program. The group of ten (10) boys and sixteen (16) girls trained weekly at the Wyong Hockey Complex, directed

by Head Coach Brett Johnson.

The program ran from November through to April concluding at Your Local Club Academy Games.

Education sessions included Sports Psychology and Nutrition, to best prepare the athletes for further representative levels within the hockey pathway and what is required to perform at the optimal level.

The athletes participated in our inaugural “Testing Combine Day”, with the focus on collecting performance based objective data to help with our strength and conditioning sessions as well as track the team’s improvements across the course of the season.

The squad attended an Inter Academy Matchplay day in early February with the Hunter, Northern Inland and North Coast Academies of Sport. The squads received on field training with specialist coaches, education sessions to encourage positive lifestyle choices and enhance performance and had many matches during the day.

Later in February, Central Coast, Hunter, and Sydney Metro Squad came together for a day on the pitches filled with plenty of game play to practice what they had been learning and developing over the course of the season at that point. The day was a huge success, a great development opportunity that held on the Central Coast to continue to develop the comradery and skills of all athletes that were involved.

30

The program concluded in April at Your Local Club Academy Games, the development of the athletes and knowledge had across the season was on display at the games. Although the results didn’t mimic the hard work and dedication that was put in, there was still lots of improvements made. A huge thank you to the amazing coaching and management team that have led the way with the CCAS Hockey program.

The inaugural 2021/22 CCAS UAA Hockey Umpires Program has had a successful first year. The group of two (2) boys trained weekly at Wyong Hockey Complex, under the direction of Head Coach Justin Wicks. The program ran in alignment with the hockey program, with sessions going from November through to April concluding at Your Local Club Academy Games.

The Hockey program shared sessions with our Umpires as some of our selected Umpires were dual sport athletes. With Justin leading the way through the program, umpiring at a national level himself the athletes refined and developed their skills across the course of the program with the incorporation of game simulation at almost every training session.

The athletes cultivated their skills throughout February in game play conditions, umpiring at both and the Hunter combine Academy Day as well as the one hosted on the central coast with Sydney Metro squad.

CCAS would like to acknowledge and thank the support of UAA, Central Coast Hockey Club, and Coast Sport. A lot of this program couldn't be possible without the help and support of the sponsors.

SQUAD MEMBERS MEN'S

WOMEN'S

Skyla Barrie Jessinda Clarke Tarni Dilger Charlotte Dobson Samantha Edwards McCallan Lauren Gee Ellena Grey Jess Henry Emma Jones Bronte McDermott Alana Miller Emma Moore Charlotte Tarleton Amity Taylor Emily Tweedie Sarah Tweedie

Ryan Blanch Cooper Gifford-Cock Lachlan Mylchreest Ethan Shadbolt-Connors Callum Sligar Michael Southwell Nicholas Swift Declan Thorne Tobey Cooke Krish Sharma

UMPIRE'S SQUAD

Jonte Wicks Ethan Shadbolt-Connors

COACHING STAFF Brett Johnson Justin Wicks Michael Tweedie

Head Coach Head Umpire Coach Specialist Goalie Coach

Girls Program Peter Moore Tracy Williams Karen Jones

Head Coach Assistant Coach Manager

Boys Program Mark McDermott Roz Cheetham

Assistant Coach Assistant Coach

31

SPORTS REPORTS SPONSORS

CCAS TRIATHLON PROGRAM 2021-2022 The Central Coast Academy of Sport Crowne Plaza Triathlon program is a part of the Triathlon New South Wales Development Pathway and has been designed to aid in the transition between local and club representation and the Triathlon New South Wales Emerging Talent Squad.

The Triathlon squad for 2021/22 consists of 8 athletes: 4 boys and 4 girls. The coaching line up for 2021/22 was Head Coach - Robyn Low-Hart, Development Coach Ainsley Hart and Assistant Coach - Sunny Starr-Carusi The program commenced during COVID with some combined online Strength and Conditioning and Cycle Spin classes with the Hunter Academy, the athletes adjusted well to the online format.

A bicycle skills and swim session was held at Mingara Recreation Club utilising the Legends carpark and swimming pool to help the athletes at the beginning of the program and to prepare the athletes with draft legal endorsement for the bike leg as well as becoming race legal in the prep for the Biligence Pathway Series kicking off as the athletes transitioned out of lockdown.

A major focus of the program this year again was The Triathlon NSW Biligence Pathway Series. In light of limited and modified racing opportunities that have occurred over the last couple of years due to COVID-19, the series consisted of ten (10) events with the objectives

32

of safe, cost-effective racing that align with the race demands of National and International competition.

CCAS Triathlon squad travelled to various locations in NSW and ACT to compete in the series.

A Functional Movement Screening (FMS) was performed individually at Coast Sport in Tuggerah, with its focus to pinpoint strength and weaknesses of each athlete in the program. The FMS results were used to develop a strength program to alleviate any asymmetries and with a focal point of counteracting the athletes weaknesses, enabling the athletes to address areas of concern and enhance performance.

Athletes were provided with educational components that included Sports Nutrition, Clean Sport 101 Anti Doping and Psychology around performance. The program concluded at Academy Games, which split into two days of racing.

CCAS would like to acknowledge and thank the support of Crowne Plaza Terrigal Pacific, Central Coast Triathlon Club, Triathlon NSW, Mingara Recreation Club, Mingara One Fitness, Coast Sport and UON.

"UNIVERSITY OF NEWCASTLE OURIMBAH CAMPUS PERFORMED STRENGTH TESTING ON THE ATHLETES, WITH A PROGRAM OFFERED TO ADDRESS WEAKNESS."

SQUAD MEMBERS WOMEN'S

MEN'S

Morgan French Kayla Hart Tia Hart Hannah Stevenson

Wade Barr Ryan Vesper Caleb Northey Blake Kemp

COACHING STAFF Head Coach Development Coach Sunny Starr-Carusi Rod Northey

Robyn Low-Hart Ainsley Hart Assistant Coach Manager

33

SPORTS REPORTS SPONSORS

ATHLETICS, SWIMMING AND TOUCH FOOTBALL PROGRAM 2021

T

he 2021 Central Coast Academy of Sport Mingara One Athletics, Swimming and Gosford RSL Touch Football programs were all successfully launched in April 2021.

After not long coming out of the first lockdown due to COVID19 CCAS decided it would be in the best interest of all athletes and parents to have all orientation sessions for each of the individual programs online via Zoom.

The swimming program did allow one face to face session before NSW returned into lockdown. The lockdown continued through to the 31st of July with an extension for greater Sydney and Central Coast with stay-at-home orders through to the 28th of August.

During this period as much of the programs content and sessions were transitioned to an Online format, with supervised dry land sessions via zoom were held throughout the lockdown as face-to-face sporting activities were not operational.

As a result of the lengthy extension of the Central Coast lockdown period these programs were not able to be re-establish any face-to-face sessions. All programs were put into hibernation until 2022.

34

CCAS 2021 ATHLETICS PROGRAM SCHOLARSHIP ATHLETES Annie Lowbridge Aidan Gee Kiara Riddell George Wells Deakin Wright Brayden King Thomas Lawton

CCAS 2021 SWIMMING PROGRAM SCHOLARSHIP ATHLETES Lauren Baird Isabelle Barnes Tahlia Blanshard Summer Dreves Lexi Grant Haylie Green Chloe Hall Ava Hepburn Morgan Jones Sienna Kennedy-Wilkie Scarlett McGregor Chontelle Miller

Elena Rivera Amber-Skye Stevenson Emma West Bodi Bone Eziekial Bugden Jacob Falconer Aleksander Gillon Zavier Goulding Johnathon Hall Hayden McGregor Jackson Tunnicliff Jack Woodhouse

CCAS 2021 TOUCH FOOTBALL PROGRAM SCHOLARSHIP ATHLETES Katie Andrews Piper Lloyd Brady Mackay Charlie McKee Meg McPhail Tory Nelson-Staunton Brandy Simpson

35

SPORTS REPORTS SPONSORS

"THIS INITIATIVE ALONE WILL SEE MANY OF THE IDENTIFIED ATHLETES NOW ABLE TO FURTHER THEIR ATHLETIC ENDEAVOURS THROUGH THIS GATEWAY PROGRAM."

INDIGENOUS TALENT ID PROGRAM 2021

U

nderwriting Agencies Australia (UAA) again was fully supportive of the Indigenous Talent ID (ITID) Program. This level of support is the solid foundation that lays the groundwork to give Central Coast Academy of Sport the capacity to help these young athletes grow and help them reach their full potential. To add to this support POCHE Indigenous Health Network have continued their support as a secondary sponsor to continue to help not only grow this event but support local Indigenous athletes.

After looking unlikely due to COVID-19 restrictions, the 2020 Indigenous Talent ID day was held at Breakers Stadium, with over 100 students registered and attended to participate in a variety of sports offered.

The CCAS once again received outstanding support from the AFL, Golf, and Basketball representatives.

The response from the region in terms of students attending was one of the best to date.

As per the previous years, an Indigenous Talent ID 6 Week Training Program was offered to selected athletes in term 1 2021, these athletes gained access to

36

Mingara One and were shown different training styles each week. The CCAS would like to thank Mingara One for their support. The training sessions all took different forms including; a spin class, athletics sessions at the track, basketball session, touch football session and a team building session run by Teams Challenge Australia.

The unfortunate new was that CCAS did not have the ability to run the 2021 Indigenous Talent ID Day, due to COVID restrictions and lockdowns. CCAS has however agreed to running two days in 2022 to ensure no athletes miss out, one in April and one later in the year.

INDIGENOUS TALENT ID SCHOLARSHIP ATHLETES Camdyn Bond Rhiley Bull-McMinn Yasmin Burazer Georgie Clune Timaima Connor Grace Dabin Richard Darell Zane Evans Jayda Grant Miles Kent Brayden King Rohan Kumar Jazlee Marsh

James Marshall Caleb Pierce Kieran Rylands Harry Stack Scarlett Stack Noah Stevenson Drew Stokes Keenan Tufi Brooke Turner Ellie Waters Taya White Adin Whitton

The CCAS would like to acknowledge the support provided by Matt Sonter and Bradley Bennett to help facilitate the program throughout Central Coast schools.

The CCAS wish to thank Michael Murphy the CEO of Underwriting Agencies Australia, the support by UAA has provided a program and extension that is otherwise not available to the indigenous population.

37

SPORTS REPORTS SPONSORS

"THE SUPPORT OF GREATER BANK IS EXCEPTIONAL,

CCAS NETBALL PROGRAM

THE CCAS NETBALL PROGRAM IS ONE TO ENVY. "

2021

T

he Central Coast Academy of Sport 2021 Greater Bank Netball program provided a highperformance training environment for a selected squad of pre-elite netballers that reside on Central Coast. The program is Led by head coach Jessica Morgan, assistant coaches Jessie-Ellen Standen, Cathy Watson and squad manager Donna Judge, the 2021 CCAS Netball program achieved fantastic results in what was a challenging year.

The year started with sessions throughout the first block, spanning from December through to April.

During this period the squad was exposed to numerous high intensity sessions from match play during RASI Camp through to the M1 clash between Newcastle and Central Coast at Academy Games.

Unfortunately, block 2 of the program found the athletes back in lockdown. The athletes and coaches were prepared for this and moved sessions into an online format that ran every Sunday morning in August and September. The sessions were focused on strength and conditioning, education, skill and footwork, games and much more.

Replicating the on-court training environment was difficult, although with the addition of NETFIT and strategies from Netball NSW the athletes managed to get a well-rounded program in 2021.

38

Highlights for the CCAS 2021 Netball program include:

SQUAD MEMBERS

 The athletes having the opportunity to help out at the Aspire Day with Sam Poolman followed by match play with Hunter Academy.

Tamika Bailey Shanae Borthwick Taylah Clark Kandi Cousins Jade Downs Tenaya Emery Ella Flaus June Foini Jayda Grant Ellouise Ham Ella Jessen Libby Johnston Grace Jones

 The athletes having the opportunity to take part in the 'RASi Camp' and having access to be trained by some of NSW's top coaches as well as Suncorp Super Netball players.  Learning and hearing experiences from professional netball athletes such as Tayla Fraser, Sam Wallace, Maddie Hay, Sam Poolman, Maddy Proud and Sharni Norder.  Having access to online zoom training sessions during August & September; being able to build and strengthen the comradery between athletes and maturate relationships along with motivating each other.

COACHING STAFF

 Completing a "Pass it On" challenge and sharing player's "Beyond the Game" moments.

program. This wouldn’t have been possible without the full support of the coaches and managers.

 NETFIT Virtual Academy Challenge, in which Central Coast Academy placed 2nd.

Thank you to the primary partner of the CCAS Netball program Greater Bank, the venue support through the Central Coast Grammar School and Netball NSW who continue to greatly support the Academy programs and the junior development pathway.

Although 2021 saw all of the second block move to and online format, CCAS were still able to deliver a full

Ellie Mccaughan Eden Mungovan Chantelle Napier Charlotte Neal Gabrielle Nicholls Imogen Pink Amelia Plaister Allie Reid Charlotte Rousell Makenzee Ryan Paige Uzelac Madysen Van Kints Shayla Walker

Jessica Morgan Jessie-Ellen Standen Cathy Watson Donna Judge

Head Coach Assistant Coach Assistant Coach Squad Manager

39

SPORTS REPORTS SPONSORS

"THE UMPIRES PROGRAM SHADOWED A SIMILAR TRAINING REGIME TO THAT OF THE NETBALL PROGRAM. THE UMPIRES RECEIVED EXPERT COACHING FROM HEAD COACH ABBY HOLLOWAY WHO HAS AN EXTENSIVE EXPERIENCE UMPIRING AT AN ELITE LEVEL FOR AN EXTENSIVE SQUAD."

CCAS NETBALL UMPIRES PROGRAM 2021

T

SQUAD MEMBERS

he Central Coast Academy of Sport’s 2021 Greater Bank Netball Umpires program provided an imperative pathway program for local aspiring umpires. After the applications were assessed and trials conducted CCAS accepted seven (7) applicants to join the 2021 program.

athletes back in lockdown. The athletes and coaches were prepared for this and moved session into an online format that ran every Sunday morning in August and September. The sessions were focused on strength and conditioning, education, skill and footwork, games and much more.

The umpires program shadowed a similar training regime to that of the netball program. The umpires received expert coaching from Head Coach Abby Holloway who has extensive experience umpiring at an elite level for an extensive period.

Replicating the on-court training environment was difficult, although with the addition of NETFIT and strategies from Netball NSW the athletes managed to get a well-rounded program in 2021

The year started with sessions throughout the first block, spanning from December through to April.

During this period the squad was exposed to numerous high intensity sessions focusing on skill development and techniques. There were three (3) of the seven (7) selected to attend academy games to umpire throughout the three-day tournament to help refine some of the game play scenarios that were practiced at training.

Although 2021 saw all the second block move to and online format, CCAS were still able to deliver a full program. This wouldn’t have been possible without the full support of the coaches and managers.

Brianna Goldie Grace Nosti Amelia Carty Jessica McGarvey Allyson Cremer Tyanna Parkinson Jessica Lott

COACHING STAFF Abby Holloway

Head Coach

Thank you to the primary partner of the CCAS Netball program Greater Bank, the venue support through the Central Coast Grammar School and Netball NSW who continue to greatly support the Academy programs and the junior development pathway.

Unfortunately, block 2 of the program found the

40

41

FINANCIAL OVERVIEW

TOTAL REVENUE $863,405

42

TOTAL EXPENSES $822,610

TOTAL ASSETS $1,090,734

TOTAL LIABILITES $612,674

NET SURPLUS 2020-2021 DEC $40,795

TOTAL EQUITY $478,060

43

DIRECTOR'S FINANCIAL REPORT

The directors present their report, together with the financial statements, on the company for the year ended 31 December 2021.

Directors The following persons were directors of the company during the whole of the financial year and up to the date of this report, unless otherwise stated: Mark Holton Ian Robilliard OAM Stephen McWhirter Carolyn Kay Lawrie McKinna Sarah Ferman Meg Granger Short and Long Term Objectives The short and long term goals objectives of the Central Coast Academy of Sport are set out and overseen by the board of Directors through the strategic plan, the strategic plan is constantly monitor and supported by regular reviews and key performance measures.

The key objectives of the board of directors are to set the strategic direction of the business and monitor the effectiveness of management, monitor financial welfare of the organisation including the approval of budgets and financial plans, ensure all statutory reporting requirements are met in a timely and effective manner, and to monitor staff levels and implement staff recruitment when necessary.

Principal activities The principal activities of the Company during the financial year were the promotion and provision of interest, participation and opportunities for athletes, coaches, officials and administrators of the NSW Central Coast region. The Central Coast Academy of Sport delivered high performance training programs across a variety of sports.

There has been no significant change in these activities during the year.

Performance measures The performance of the company is measured and monitored through the operational plan which forms part of the overall strategic plan. The operational plan sets out key performance targets across key areas of the business and forms a base for the key performance indicators that make up each of the specific staff portfolios. Regular staff reviews are conducted by senior management, who also conduct an annual review of the operational plan, which is then presented to the Board of Directors. These in-depth reviews provide a clear indication of where the business is at and provide measurable outcomes in regard to the set targets and objectives of the organisation.

Operating result The surplus of the company before income tax amounted to $40,795 (2020: surplus of $154,638).

Information on Directors Name: Title: Qualifications: Special responsibilities:

Mark Holton Chairman Master of Commerce, Fellow of CPA Australia Chairman & Chair of Audit and Finance Committee

Name: Title: Qualifications: Special responsibilities:

Ian Robilliard OAM Managing Director Bachelor of Education (PE) Managing Director and Chair of Operations

Name: Title: Qualifications: Special responsibilities:

Stephen McWhirter Director Bachelor of Education Chair of IT and Systems

Name: Title: Qualifications: Special responsibilities:

Carolyn Kay Director Bachelor of Business Chair of Commercial Operations

Name: Title: Special responsibilities:

Lawrie McKinna Director Chair Business Acquisitions

Name: Title: Special responsibilities:

Sarah Ferman Director

Name: Title: Special responsibilities:

Meg Granger Director Treasurer

Strategy for achieving the objectives The Central Coast Academy of Sport operates under three tiers of reporting to ensure appropriate and timely review of both the short and long term objectives of the organisation are continually met.

Tier one relates to the strategic plan, which details the board aims and objectives of the organisation and details where key performance indicators should be at certain times throughout the plan.

Tier two relates to the operation plan, which sits within the overall strategic plan and contains key performance indicators and measurable targets to compliment the aims and objectives of the strategic plan.

Tier three relates to periodic reviews of all staff to ensure each member of staff remains aware of their specific roles and responsibilities and that key performance areas of each staff portfolio are continually monitored and remain in line with both the operational and strategic plans of the organisation.

Meetings of directors The number of meetings of the company's Board of Directors ('the Board') held during the year ended 31 December 2021,

Mark Holton Ian Robilliard OAM Stephen McWhirter Carolyn Kay Lawrie McKinna Sarah Ferman Meg Granger

Attended

Held

4 4 4 4 4 4 4

4 4 4 4 4 4 4

Held: represents the number of meetings held during the time the director held office.

44

45

DIRECTOR'S FINANCIAL REPORT

Events after the reporting period The continued announcements and response of the State and Federal Government in response to the COVID-19 pandemic may materially affect the operations of the Company in future financial periods. At the time of this report, the expected economic impact cannot be reliably measured.

No other matter or circumstance has arisen since 31 December 2021 that has significantly affected, or may significantly affect the company's operations, the results of those operations, or the company's state of affairs in future financial years.

Contributions on winding up In the event of the company being wound up, ordinary members are required to contribute a maximum of $1 each. Honorary members are not required to contribute.

Environmental Issues The Directors believe that the company has complied with all significant environmental regulations under a law of the Commonwealth or of a state or territory.

Indemnifying officer or auditor During the year, the company effected a directors and officer's liability policy. The insurance policy provides cover for the directors named in this report, the company secretary, officers and former directors and officers of the company.

Auditor's Independence declaration A copy of the auditor's independence declaration as required under section 307C of the Corporations Act 2001 is set out immediately after this directors' report.

This report is made in accordance with a resolution of directors, pursuant to section 298(2)(a) of the Corporations Act 2001.

Future developments Likely developments in the operations of the company and the expected results of those operations in future financial years have not been included in this report as the inclusion of such information is likely to result in unreasonable prejudice to the company.

On behalf of the directors

Mark Holton Chairman

Ian Robilliard Managing Director

26 April 2020

46

47

48

49

STATEMENT OF PROFIT AND LOSS

Note

2021

2020

Revenue

4

$827,848

$736.613

Other income

5

$35,557

$129,361

Expenses

2021

2020

Advertising

($102,272)

($105,957)

Audit, Accounting & consulting

($20,779)

($20,579)

Cost of Goods Sold

($69,966)

($20,313)

Employee Benefits

($346,299)

($307,590)

($26,729)

($24,653)

Academy Expenses

($185,248)

($174,309)

Other Expenses

($54,854)

($37,232)

($4,245)

($2,078)

Bad Debts

($2,629)

($11,211)

FBT Expense

($9,589)

($7,414)

Surplus Before Income Tax

$40,795

$154,638

Depreciation and Amortisation

Finance Costs

22

22

Income Tax Expense Surplus (deficit) After Income Tax Other comprehensive income for the year, net of tax

Total Comprehensive Income

50

21

$40,795 -

$40,795

$154,638 -

$154,638

51

STATEMENT OF FINANCIAL POSITION

Current Assets

Note

2021

2020

Current Liabilities

Note

2021

2020

Cash and Cash Equivalents

6

$581,640

$465,658

Trade and other payables

13

$61,119

$54,968

Trade and other Receivables

7

$117,098

$133,414

Borrowings

14

$23,415

$21,067

Inventories

8

$52,474

$49,139

Lease Liabilities

15

$6,909

$10,500

Financial Assets

9

$265,043

$263,760

Employee Benefits

16

$94,196

$96,820

Other

10

$20,144

$27,110

Other

17

$400,636

$347,727

$1,036,399

$939,081

Total Current Liabilities

$586,275

$531,082

Total Current Assets

Non Current Liabilities

Note

$56,846

Borrowings

18

$22,852

$35,539

$6,708

$16,769

Lease Liabilities

19

-

$6,392

$54,335

$73,615

Employee Benefits

20

$3,547

$2,418

Total Non Current Liabilities

$26,399

$44,349

Total Liabilities

$612,674

$575,431

Net Assets

$478,060

$437,265

$478,060

$437,265

$478,060

$437,265

Non Current Assets

Note

Property, Plant and Equipment

11

$47,627

Right-of-use assets

12

Total Non Current Assets

Total Assets

$1,090,734

$1,012,696

Equity

Note

Retained Surpluses

21

Total Equity

52

53

STATEMENT OF CHANGES IN EQUITY

STATEMENT OF CASH FLOWS

Retained Surpluses

Total Equity

Cash Flow From Operations

Balance 1 January 2020

$282,627

$282,627

Surplus After Income Tax

$154,638

$154,638

Other Comprehensive Income

-

-

Total Comprehensive Income

$154,638

$154,638

Balance at 31 December 2020

$437,265

$437,265

Balance 1 January 2021

$437,265

$437,265

Surplus After Income Tax

$40,795

$40,795

Other Comprehensive Income

-

-

2020

2021

Note

Note

2021

2020

Receipts From Customers (inclusive of GST)

$790,489

$775,721

Payments to suppliers and employees (inclusive of GST)

($718,981)

($674,094)

Total

$71,508

$101,627

Interest Received

$35,557

$2,597

Finance Costs

($4,245)

($2,078)

Government Stimulis Recieved COVID19

$32,233

$76,216

Net Cash From Operating Activities

$135,053

$178,362

($1,283)

($2,549)

($7,449)

($1,773)

($8,732)

($4,322)

Repayment of borrowings

($10,339)

($15,714)

Net cash used in financing activitiesti

($10,339)

($15,714)

Net increase in cash and cash equivalents

$115,982

$158,326

Cash and Cash Equivalents at the beginning of the Financial Year

$465,658

$307,332

$581,640

$465,658

Note

Total Comprehensive income

$40,795

$40,795

Balance 31 December 2021

$478,060

$478,060

Cash Flow From Investing

Note

Payments from investments Payments for Property, Plant & Equipment

11

Net Cash used in Investing Activities Cash Flow From Financing

Cash and Cash Equivalents at the end of the Financial Year

54

Note

6

55

NOTES TO THE FINANCIAL STATEMENT

Note 1. General information The financial statements cover Central Coast Academy of Sport Limited as an individual entity. The financial statements are presented in Australian dollars, which is Central Coast Academy of Sport Limited's functional and presentation currency.

Central Coast Academy of Sport Limited is a not-forprofit unlisted public company limited by guarantee.

The financial statements were authorised for issue, in accordance with a resolution of directors, on 26 April 2022. The directors have the power to amend and reissue the financial statements.

Note 2. Significant accounting policies The principal accounting policies adopted in the preparation of the financial statements are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated.

New or amended Accounting Standards and Interpretations adopted The company has adopted all of the new or amended Accounting Standards and Interpretations issued by the Australian Accounting Standards Board ('AASB') that are mandatory for the current reporting period.

AASB 1060 General Purpose Financial Statements Simplified Disclosures for For-Profit and Not-for-Profit Tier 2 Entities The company has adopted AASB 1060 from 1 July 2021. The standard provides a new Tier 2 reporting framework with simplified disclosures that are based on the requirements of IFRS for SMEs. As a result, there is increased disclosure in these financial statements for key management personnel, related parties, tax and financial instruments. As permitted by AASB 1053 for early adoption of AASB 1060, comparative information has not been provided for these new disclosures. The company has not early adopted the accounting standard.

Any new or amended Accounting Standards or Interpretations that are not yet mandatory have not been early adopted.

Basis of preparation These general purpose financial statements have been prepared in accordance with Australian Accounting Standards - Reduced Disclosure Requirements and Interpretations issued by the Australian Accounting Standards Board ('AASB'), the and the Corporations Act 2001, as appropriate for notfor profit oriented entities.

Critical accounting estimates The preparation of the financial statements requires the use of certain critical accounting estimates. It also requires management to exercise its judgement in the process of applying the company's accounting policies. The areas involving a higher degree of

56

judgement or complexity, or areas where assumptions and estimates are significant to the financial statements, are disclosed in note 3.

Note 2. Significant accounting policies (continued) Revenue recognition The company recognises revenue as follows: Revenue f rom contracts with customers Revenue is recognised at an amount that reflects the consideration to which the company is expected to be entitled in exchange for transferring goods or services to a customer. For each contract with a customer, the company: identifies the contract with a customer; identifies the performance obligations in the contract; determines the transaction price which takes into account estimates of variable consideration and the time value of money; allocates the transaction price to the separate performance obligations on the basis of the relative stand-alone selling price of each distinct good or service to be delivered; and recognises revenue when or as each performance obligation is satisfied in a manner that depicts the transfer to the customer of the goods or services promised.

Sale of goods Revenue f rom the sale of goods is recognised at the point in time when the customer obtains control of the goods, which is generally at the time of delivery.

Grants Non reciprocal grants are recognised as income when the grant is received. Reciprocal grant income is recognised on a percentage completion basis.

Where this cannot be reliably estimated, revenue is only recognised to the extent of the recoverable costs incurred to date, with the remainder carried forward in the statement of financial position.

Interest Interest revenue is recognised as interest accrues using the effective interest method. This is a method of calculating the amortised cost of a financial asset and allocating the interest income over the relevant period using the effective interest rate, which is the rate that exactly discounts estimated future cash receipts through the expected life of the financial asset to the net carrying amount of the financial asset.

Other revenue Other revenue is recognised when it is received or when the right to receive payment is established.

Income tax As the company is a tax exempt institution in terms of subsection 50-10 of the Income Tax Assessment Act 1997, as amended, it is exempt from paying income tax.

Current and non-current classification Assets and liabilities are presented in the statement of financial position based on current and non-current classification.

An asset is classified as current when: it is either expected to be realised or intended to be sold or consumed in the company's normal operating cycle; it is held primarily for the purpose of trading; it is expected to be realised within 12 months after the reporting period; or the asset is cash or cash equivalent unless restricted from being exchanged or used to settle a liability for at least 12 months after the reporting period. All other assets are classified as non-current.

A liability is classified as current when: it is either expected to be settled in the company's normal operating cycle; it is held primarily for the purpose of trading; it is due to be settled within 12 months after the reporting period; or there is no unconditional right to defer the settlement of the liability for at least 12 months after the reporting period. All other liabilities are classified as non-current.

Deferred tax assets and liabilities are always classified as non-current.

Cash and cash equivalents Cash and cash equivalents includes cash on hand, deposits held at call with financial institutions, other short-term, highly liquid investments with original maturities of three months or less that are readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value.

Trade and other receivables Trade receivables are initially recognised at fair value and subsequently measured at amortised cost using the effective interest method, less any allowance for expected credit losses. Trade receivables are generally due for settlement within 30 days.

Inventories Finished goods are stated at the lower of cost and net realisable value on a 'first in first out' basis. Cost comprises of purchase and delivery costs, net of rebates and discounts received or receivable.

Net realisable value is the estimated selling price in the ordinary course of business less the estimated costs of completion and the estimated costs necessary to make the sale.

Investments and other financial assets Investments and other financial assets are initially measured at fair value. Transaction costs are included as part of the initial measurement, except for financial assets at fair value through profit or loss. Such assets are subsequently measured at either amortised

cost or fair value depending on their classification.

Classification is determined based on both the business model within which such assets are held and the contractual cash flow characteristics of the financial asset unless an accounting mismatch is being avoided.

Financial assets are derecognised when the rights to receive cash flows have expired or have been transferred and the company has transferred substantially all the risks and rewards of ownership.

When there is no reasonable expectation of recovering part or all of a financial asset, it's carrying value is written off.

Financial assets at amortised cost A financial asset is measured at amortised cost only if both of the following conditions are met: (i) it is held within a business model whose objective is to hold assets in order to collect contractual cash flows; and (ii) the contractual terms of the financial asset represent contractual cash flows that are solely payments of principal and interest.

Investments Investments includes non-derivative financial assets with fixed or determinable payments and fixed maturities where the company has the positive intention and ability to hold the financial asset to maturity. This category excludes financial assets that are held for an undefined period. Investments are carried at amortised cost using the effective interest rate method adjusted for any principal repayments.

Gains and losses are recognised in profit or loss when the asset is derecognised or impaired.

Impairment of financial assets The company recognises a loss allowance for expected credit losses on financial assets which are either measured at amortised cost or fair value through other comprehensive income. The measurement of the loss allowance depends upon the company's assessment at the end of each reporting period as to whether the financial instrument's credit risk has increased significantly since initial recognition, based on reasonable and supportable information that is available, without undue cost or effort to obtain.

Where there has not been a significant increase in exposure to credit risk since initial recognition, a 12-month expected credit loss allowance is estimated.

This represents a portion of the asset's lifetime expected credit losses that is attributable to a default event that is possible within the next 12 months.

Where a financial asset has become credit impaired or where it is determined that credit risk has increased significantly, the loss allowance is based on the asset's lifetime expected credit losses. The amount of expected credit loss recognised is measured on the basis of the probability weighted present

57

NOTES TO THE FINANCIAL STATEMENT

value of anticipated cash shortfalls over the life of the instrument discounted at the original effective interest rate.

For financial assets measured at fair value through other comprehensive income, the loss allowance is recognised within other comprehensive income. In all other cases, the loss allowance is recognised in profit or loss.

The company has elected not to recognise a right-of-use asset and corresponding lease liability for short-term leases with terms of 12 months or less and leases of low-value assets. Lease payments on these assets are expensed to profit or loss as incurred.

The Director's consider that the carrying amount of financial assets and liabilities recognised in the financial statements approximate their fair values.

Trade and other payables These amounts represent liabilities for goods and services provided to the company prior to the end of the financial year and which are unpaid. Due to their shortterm nature they are measured at amortised cost and are not discounted. The amounts are unsecured and are usually paid within 30 days of recognition.

Property, plant and equipment Plant and equipment is stated at historical cost less accumulated depreciation and impairment. Historical cost includes expenditure that is directly attributable to the acquisition of the items.

Borrowings Loans and borrowings are initially recognised at the fair value of the consideration received, net of transaction costs. They are subsequently measured at amortised cost using the effective interest method.

Depreciation is calculated on a straight-line basis to write off the net cost of each item of property, plant and equipment (excluding land) over their expected useful lives as follows:

Lease liabilities A lease liability is recognised at the commencement date of a lease. The lease liability is initially recognised at the present value of the lease payments to be made over the term of the lease, discounted using the interest rate implicit in the lease or, if that rate cannot be readily determined, the company's incremental borrowing rate. Lease payments comprise of fixed payments less any lease incentives receivable, variable lease payments that depend on an index or a rate, amounts expected to be paid under residual value guarantees, exercise price of a purchase option when the exercise of the option is reasonably certain to occur, and any anticipated termination penalties. The variable lease payments that do not depend on an index or a rate are expensed in the period in which they are incurred.

Plant and equipment: 3-7 years Motor vehicles: 2-5 years The residual values, useful lives and depreciation methods are reviewed, and adjusted if appropriate, at each reporting date.

An item of property, plant and equipment is derecognised upon disposal or when there is no future economic benefit to the company. Gains and losses between the carrying amount and the disposal proceeds are taken to profit or loss.

Right-of-use assets A right-of-use asset is recognised at the commencement date of a lease. The right-of-use asset is measured at cost, which comprises the initial amount of the lease liability, adjusted for, as applicable, any lease payments made at or before the commencement date net of any lease incentives received, any initial direct costs incurred, and, except where included in the cost of inventories, an estimate of costs expected to be incurred for dismantling and removing the underlying asset, and restoring the site or asset.

Right-of-use assets are depreciated on a straightline basis over the unexpired period of the lease or the estimated useful life of the asset, whichever is the shorter. Where the company expects to obtain ownership of the leased asset at the end of the lease term, the depreciation is over its estimated useful life. Right-of use assets are subject to impairment or adjusted for any remeasurement of lease liabilities.

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Lease liabilities are measured at amortised cost using the effective interest method. The carrying amounts are remeasured if there is a change in the following: future lease payments arising from a change in an index or a rate used; residual guarantee; lease term; certainty of a purchase option and termination penalties. When a lease liability is remeasured, an adjustment is made to the corresponding right-of use asset, or to profit or loss if the carrying amount of the right-of-use asset is fully written down.

Finance costs Finance costs attributable to qualifying assets are capitalised as part of the asset. All other finance costs are expensed in the period in which they are incurred.

Employee benefits Short-term employee benefits Liabilities for wages and salaries, including nonmonetary benefits, annual leave and long service leave expected to be settled wholly within 12 months of the

reporting date are measured at the amounts expected to be paid when the liabilities are settled.

Other long-term employee benefits The liability for annual leave and long service leave not expected to be settled within 12 months of the reporting date are measured at the present value of expected future payments to be made in respect of services provided by employees up to the reporting date using the projected unit credit method. Consideration is given to expected future wage and salary levels, experience of employee departures and periods of service. Expected future payments are discounted using market yields at the reporting date on national government bonds with terms to maturity and currency that match, as closely as possible, the estimated future cash outflows.

Defined contribution superannuation expense Contributions to defined contribution superannuation plans are expensed in the period in which they are incurred.

Fair value measurement When an asset or liability, financial or non-financial, is measured at fair value for recognition or disclosure purposes, the fair value is based on the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date; and assumes that the transaction will take place either: in the principal market; or in the absence of a principal market, in the most advantageous market.

Goods and Services Tax ('GST') and other similar taxes Revenues, expenses and assets are recognised net of the amount of associated GST, unless the GST incurred is not recoverable from the tax authority. In this case it is recognised as part of the cost of the acquisition of the asset or as part of the expense.

Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from, or payable to, the tax authority is included in other receivables or other payables in the statement of financial position.

Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing activities which are recoverable from, or payable to the tax authority, are presented as operating cash flows.

Commitments and contingencies are disclosed net of the amount of GST recoverable from, or payable to, the tax authority.

Comparatives Certain comparative figures have been reclassified to conform to the current year's presentation.

Note 3. Critical accounting judgements, estimates and assumptions The preparation of the financial statements requires management to make judgements, estimates and assumptions that affect the reported amounts in the financial statements. Management continually evaluates its judgements and estimates in relation to assets, liabilities, contingent liabilities, revenue and expenses. Management bases its judgements, estimates and assumptions on historical experience and on other various factors, including expectations of future events, management believes to be reasonable under the circumstances. The resulting accounting judgements and estimates will seldom equal the related actual results. The judgements, estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities (refer to the respective notes) within the next financial year are discussed below.

Estimation of useful lives of assets The company determines the estimated useful lives and related depreciation and amortisation charges for its property, plant and equipment and finite life intangible assets. The useful lives could change significantly as a result of technical innovations or some other event.

The depreciation and amortisation charge will increase where the useful lives are less than previously estimated lives, or technically obsolete or non-strategic assets that have been abandoned or sold will be written off or written down.

Economic dependency on NSW Office of Sport The continued operations of Central Coast Academy of Sport is dependent on the grant funding and subsidies received from the NSW Office of Sport. Funding is received yearly in advance.

Government stimulus measures In response to the COVID-19 pandemic, the Company assessed its eligibility for and applied to the State and Federal Government to receive available stimulus measures. These measures were received during and after the financial year. In respect of future measures, as these are announced by the Government the board will assess the company eligibility and consideration will be given to the potential benefit from accessing the measures. These measures may have a material financial effect on the financial report should the assumptions underpinning the eligibility change or in the unlikely event of an independent review refuting the company entitlement to these measures. At the date the financial report is authorised for issue, the board considered the Company eligible for stimulus measures and accordingly the assets of the Company recoverable in the ordinary course of business.

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NOTES TO THE FINANCIAL STATEMENT Note 4. Revenue

2021

2020

Term deposit

$265,043

$263,760

Note 10: Current Assets - Other

Sales Revenue Grants Recieved

$369,300

$285,850

Prepayments

$13,386

$10,592

Athlete Registration and Event

$87,631

$108,758

Other Deposits

$6,758

$16,518

Sponsorship Revenue

$362,952

$325,466

Total

$20,144

$27,110

Sub Total

$819,883

$720,074

Note 11: Non - Current Assets Property Plant & Equipment

2021

2020

Other Revenue

$7,965

$16,539

Office Equipment- at cost

$108,146

$100,697

Revenue

$827,848

$736,613

Less: Accumulated Depreciation

($103,780)

($98,325)

Total

$4,366

$2,372

Other Revenue

Note 5. Other Income Interest Received

$1,324

$2,597

Motor Vehicles - at cost

$80,675

$80,675

Government Stimulis Received

$34,233

$126,764

Less: Accumulated Depreciation

($37,414)

($26,201)

Other Income

$35,557

$129,361

Total

$47,627

$56,846

Note 6: Current Assets - Cash and Cash Equivalents Cash at Bank on Hand

Reconciliations of the written down values at the beginning and end of the current financial year are set out below:

$581,640

$465,658

Note 7: Current Assets - trade and other receivables Trade Receivables

$125,469

$144,239

Less: Allowance for expected credit loss

($8,984)

($10,971)

Other receivables

$613

$146

Total

$117,098

$133,414

$52,474

$49,139

Note 8: Current Assets - Inventories Finished Goods - at cost Note 9: Current Assets - Financial

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Reconciliation

Office Equipment

Vehicle

Total

Balance at 1 January 2021

$2,373

$54,473

$56,846

Additions

$7,449

-

$7,449

Depreciation Expense

($5,456)

($11,212)

($16,668)

Balance at 31 December 2021

$4,366

$43,261

$47,627

Note 12: Non-current Assets Right-of-Use Assets

2021

2020

Land and Buildings right-of-use

$20,123

$20,123

Less: Accumulated depreciation

($13,415)

($3,354)

Total

$6,708

$16,769

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NOTES TO THE FINANCIAL STATEMENT Reconciliations of the written down values at the beginning and end of the current financial year are set out below:

Note 18: Non-current Liabilities borrowings

2021

2020

Hire purchase

$22,852

$35,539

Note 12 - Continued

Right-Of-Use Assets

Total

Balance at 1 January 2021

$16,769

16,769

Depreciation Expense

($10,061)

($10,061)

Balance at 31 December 2021

$6,708

$6,708

Note 13: Current Liabilities - trade and other payables

2021

2020

Trade Payables

$30,849

$10,087

Other Payables

$30,270

$44,881

Note 19: Non-current Liabilities lease liabilities

2021

2020

Total

$61,119

$54,968

Lease Liabilites

-

$6,392

Note 14: Current Liabilities borrowings

2021

2020

Note 20: Non-current Liabilities employee benefits

2021

2020

Credit cards

$7,097

$4,749

Long service leave

$3,547

$2,418

Hire purchase

$16,318

$16,318

Note 21: Equity - retained surpluses

2021

2020

Total

$23,415

$21,067

$437,265

$282,627

Note 15: Current Liabilities - lease liabilities

2021

2020

Retained surplus at the beginning of the financial year

$40,795

$154,638

Lease liability

$6,909

$10,500

Surplus after income tax expense for the year

Note 16: Current Liabilities employee benefits

2021

2020

Retained surplus at the end of the financial year

$478,060

$437,265

Annual leave

$39,964

$56,538

Note 22: Depreciation and finance costs

2021

2020

Long service leave

$54,232

$40,282

Property, plant and equipment

$16,668

$14,368

Total

$94,196

$96,820

Right-of-use asset

$10,061

$10,285

Note 17: Current Liabilities - other

2021

2020

Total depreciation

$26,729

$24,653

Grants recieved in advance

$343,136

$347,727

Finance costs

Sponsorship in advance

$57,500

-

Interest and finance charges

$4,117

$1,938

Total

$400,636

$347,727

Interst - lease liability (AASB 16)

$128

$140

Total finance costs

$4,245

$2,078

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Total secured liabilities (current and non-current) are as follows:

Note 18

2021

2020

Credit Cards

$7,097

$4,749

Hire purchase

$39,170

$51,857

Total

$46,267

$56,606

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NOTES TO THE FINANCIAL STATEMENT Compensation: the aggregate compensation made to directors and other members of key management personnel of the company is set out below:

Receivable from and payable to related parties There were no trade receivables from or trade payables to related parties at the current and previous reporting date.

Note 23: Key Management personnel disclosures

2021

2020

Current Payables

2021

2020

Aggregate compensation

$205,828

$166,714

Trade payables to other related party of the Managing Director

$7,700

-

Note 24: Commitments

2021

2020

Committed at the reporting date but not recognised as liabilities, payable: Within one year

$88,901

-

The company has committed to buy another car for operational use in the 2022 financial year.

Loans to/from related parties The following balances are outstanding at the reporting date in relation to loans with related parties:

Current receivables:

2021

2020

Loan to related party

$613

$146

Terms and conditions: All transactions were made on normal commercial terms and conditions and at market rates.

Key management personnel: Disclosures relating to key management personnel are set out in note 23.

Transactions with related parties: The following transactions occurred with related parties:

Note 25: Related party transactions

2021

2020

$19,645

$18,205

Purchase of goods and services from other related party of the Managing Director

-

$7,700

Purchase of goods and services from Dynamic Taxation and Training Services

$12,483

$11,880

Purchase of goods and services from Mingara Leisure Group

$1,262

$881

Purchase of goods and services from Central Coast Basketball

-

$7,404

Sale of goods and services: Sponsorship and other sales to Mingara Leisure group Payment for goods and services:

Ian Robilliard (Managing Director) is a current director of Mingara Leisure Group and former director of Central Coast Basketball.

Mark Holton (Chairman) is a former director of Dynamic Taxation and Training, and Treasurer of Central Coast Basketball Meg Granger (Director) is an employee and Director of Dynamic Taxation and Training.

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65

Note 26. Events after the reporting period The continued announcements and response of the State and Federal Government in response to the COVID-19 pandemic may materially affect the operations of the Company in future financial periods. At the time of this report, the expected economic impact cannot be reliably measured. No other matter or circumstance has arisen since 31 December 2021 that has significantly affected, or may significantly affect the company's operations, the results of those operations, or the company's state of affairs in future financial years.

In the Director's Opinion • The attached financial statements and notes comply with the Corporations Act 2001, the Australian Accounting Standards - Reduced Disclosure Requirements, the Corporations Regulations 2001 and other mandatory professional reporting requirements; • The attached financial statements and notes give a true and fair view of the company's financial position as at 31 December 2021 and of its performance for the financial year ended on that date; and • There are reasonable grounds to believe that the company will be able to pay its debts as and when they become due and payable.

Signed in accordance with a resolution of directors made pursuant to section 295(5)(a) of the Corporations Act 2001.

On behalf of the directors

CENTRAL COAST ACADEMY OF SPORT 2021 ANNUAL REPORT Mark Holton Chairman

Ian Robilliard OAM Managing Director

26 April 2022

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